Tag Archives: change effort

Periods and Commas

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Period Comma

Change is a constant (or at least should be) for those in positions of leadership. It can be hard and exciting, draining and energizing, scary and exciting, all at the same time. Which of these emotions your staff focuses on will be determined, at least in part, by whether you as the leader approach change with a period or with a comma.

Periods are about ending . . . a thought, a program, something people have invested in and valued. A “period approach” to change often makes the process harder for people, and slows the entire process, because the focus is stopping — and who wants to stop something that was important to them? Even if it seems obvious to you that the ending is inevitable and you think “everyone” knows it needs to happen, trying to end it with a period on it will make the process harder.

Commas, on the other hand, connect what came before and what will come after. They provide a pause but also link two separate but related thoughts. Commas aren’t about ending, they are about continuing — perhaps in a different direction, but carrying on nonetheless. Continuing is easier. It keeps what came before the comma attached to the new direction, which signifies its value and worth.

How do you approach change with a comma rather than a period? Acknowledge the importance of the program/approach/product in bringing your organization to the place it is today. (No one wants to think that something they dedicated significant time and effort to was not effective or is no longer relevant.) Clearly articulate how what was done in the past sets the stage for the new opportunity. If your organization has a long history, perhaps point out that the organization could not have survived without the ability to adapt and change in the pursuit of its mission. Let your people know how their efforts have contributed to your organization’s success. Honor past contributions, and let them know the role they will play going forward.

Acknowledging what came before, and articulating how it connects to what comes after, does not automatically make the change process easy. It does, however, chart a path for your team to follow. It provides a balance point for the range of emotions related to the change effort. It sets a destination to keep moving towards rather than consuming unnecessary time and energy in the process of stopping one thing and then starting another.

It might seem like a little thing, but a well-placed comma can make a huge difference. You’re the leader. It’s up to you. How will you punctuate your next change effort?

Construction Projects

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We are in the midst of a major construction project at work. Having been a part of several such projects, it always amazes me how long it takes for the “groundwork” — the grading, running underground lines, setting foundations — before any real visible progress can take place. I suppose it really shouldn’t be all that surprising, however, given the similarities with “constructing” a change effort within an organization.

Change — like watching a building go up — can be exciting, but also anxiety provoking. The key to successful change is to take the time necessary to do the groundwork on the front end . . . developing the plans, laying conduits for on-going communication, pouring strategic footings to anchor the change for the long term . . . All of these things take significant energy, and on the surface it might appear there is little progress to show for your effort. Trust me, it is worth putting in the time in on the front end, even if it feels like you are moving at a snail’s pace.

A weak foundation can jeopardize an otherwise carefully constructed project. Regardless of how bright and shiny something might look on the surface, if you rushed through the site preparation, the entire project could be compromised. For example, soil testing may seem like a waste of time and money . . . until you realize that it’s not so different from testing the opinions of your staff to see what they are really thinking, and whether the rock solid base you thought you had is still in place. Determining the depth of your water tables is similar to knowing where there are hot button topics that could bubble up, or in worst cases spew forth, to drown out your good intentions.

Plans developed by a single individual sitting in an office may look really pretty on paper, and may be a good starting place, but they virtually always need tweaking to accommodate the unique and unforeseen variables of individual situations. Which brings me to the other key similarity between building and constructing a change effort . . . flexibility! Unexpected cost increases, delayed schedules, key participants aren’t on the same page on a critical component . . . it’s not a matter of if something is going to challenge the plan, it is just a matter of when and how many. Likewise, I have yet to see a change effort that proceeded exactly according to plan — no matter how “perfect” you might have thought the plan was at the outset. What to do? Stand firm on the final outcome, and maybe one or two key variables along the way, and with everything else, realize there are multiple good and reasonable ways to reach your final goal.

Need to implement a change initiative of your own? Grab your hard hat and happy building!